1. Methodologies Women in Higher Education Leadership in South Asia: Rejection, Refusal, Reluctance, Re-visioning Professor Louise Morley Centre for Higher Education and Equity Research (CHEER) University of Sussex UK www.sussex.ac.uk/education/cheer

2. Women Vice-Chancellors: Leading or Being Led?

3. Making Women Intelligible as Leaders? What is it that people don’t see? Why don’t they see it? What do current practices reveal and obscure? Women leaders = contextual discontinuity/ interruptive in their shock quality. Aminata Touré, Prime Minister of Senegal, 2012

4. Explaining the Absences Gendered Divisions of Labour Gender Bias/ Misrecognition Cognitive errors in assessing merit/leadership suitability/ peer review Institutional Practices Management & Masculinity Greedy Organisations Women’s Missing Agency/ Deficit Internal Conversations Socio-cultural messages Counting more women into existing systems, structures and cultures = an unquestioned good. (Morley, 2012, 2013, 2014)

5. A Two-Way Gaze? How are women being seen e.g. as deficit men? How are women viewing leadership e.g. unliveable lives? What narratives circulate about: women’s capabilities? leadership?

6. Where are the Women? Adjunct/assistant roles (Bagilhole & White, 2011; Davis, 1996). ‘Glass cliffs’ (Ryan & Haslam, 2005) ‘Velvet ghettos’ (Guillaume & Pochic, 2009) quality assurance community engagement human resource management

7. Gendered Pathways: Research/ Prestige Economy Women less likely to be: Journal editors/cited in top-rated journals (Tight, 2008). Principal investigators (EC, 2011) On research boards Awarded large grants (Husu, 2014) Awarded research prizes (Nikiforova, 2011) Be conference keynote speakers (Schroeder et al., 2013 )

8. Consequences of Absence of Leadership Diversity? Employment/ Opportunity Structures Distributive injustice/ Structural Prejudice. Depressed career opportunities. Misrecognition of leadership potential/ wasted talent. Service Delivery Knowledge Distortions, Cognitive/ Epistemic injustice (Fricker, 2007) Reproduction of Institutional Norms and Practices. Margins/ Mainstream hegemonies, with women, minority staff seen as Organisational ‘Other’.

9. Provocations? Gender escapes the policy logic of the turbulent global academy? Women’s capital devalued/ misrecognised in the knowledge economy? Cultural scripts for leaders coalesce/collide with normative gender performances? Decision-making and informal practices lack transparency/ accountability/ reproduce privilege?

10. Evidence South Asia Literature/ Policy Review Interviews- 19 women and 11 men Afghanistan, Bangladesh, India, Nepal, Pakistan and Sri Lanka. Malaysia 36 Questionnaires/ 1 Focus Group East Asia and MENA 20 Questionnaires/ 3 Discussion Groups Australia, China, Egypt, Hong Kong, Indonesia, Japan, Jordan, Kuwait, Malaysia, Morocco, Pakistan, Palestine, the Philippines, Singapore, Thailand and Turkey (Morley, 2014). What makes leadership attractive/unattractive to women? What enables/ supports women to enter leadership positions? Personal experiences of being enabled/ impeded from entering leadership?

11. Narrating Difference Recruitment and Selection (Political/lacking transparency) Passionate attachment (Disciplines/ research) Authority (Does not ‘stick’ to women) Gendered Divisions of Labour (Women = domestic domain) Exclusionary Networks (Male Domination/ sexual propriety) Hostile cultures (Toxic/ stressful)

12. What Attracts Women to Senior Leadership? Power Influence Values Rewards Recognition

13. Why is Senior Leadership Unattractive to Women? Neo-liberalism Being ‘Other’ in male-dominated cultures (Burkinshaw 2015) The signifier ‘woman’ reduces the authority of the signifier ‘leader’. Disrupting the symbolic order Corruption/ Financialisation Pre-determined Scripts Do women lack capital (economic, political, social and symbolic) to redefine the requirements of the field?

14. The Affective Economy of Identity Work Working with resistance, recalcitrance, truculence, ugly feelings. Colonising colleagues’ subjectivities towards the goals of managerially inspired discourses. Managing self-doubt, conflict, anxiety, disappointment & occupational stress. = Restricting not Building capacity and creativity. (Morley & Crossouard, 2015)

15. Rejection, Refusal and Reluctance Rejection (Misrecognition) UK- women 2.5 times likely to be unsuccessful in applications for senior posts (Manfredi et al, 2014) Refusal (Attachment to Discipline) I find it difficult to control people…I know this so every time I am offered this position I say no…You are not trained to do that kind of thing, you know - we have only been trained in working in our discipline (Female Professor, Sri Lanka). Reluctance (Gendered Cultures) The mentality of your male colleagues. That’s a deterrent like I said he’ll call you pushy, he’ll call you vicious you know and all that because a woman at the leadership or a woman boss is not readily acceptable. (Female Pro Vice- Chancellor, Bangladesh) The men they also do not like the female to be a leader, that I have also faced the problem…They want to see the male as the leader, not the female. (Female Dean, Nepal)

16. Barriers Enablers The Power of the Socio- Cultural/ Gender Appropriate Social Class and Caste Lack of Investment in Women Organisational Cultures Perceptions of Leadership Recruitment and Selection Family Gender and Authority Corruption Policies (affirmative action, gender mainstreaming, work/life balance) Women-only Provision (leadership development/ universities) Mentoring Professional Development Family Evidence (Research/ Gender- Disaggregated Statistics ) Internationalisation

17. Change Interventions Excellentia, Austria (Leitner and Wroblewski, 2008) Gender Programme, Association of Commonwealth Universities (Morley et al., 2006) Norwegian University of Science and Technology (NTNU) (Benediktsdotir, 2008) Athena Swan/ Gender Charter Marks/ Aurora (http://www.ecu.ac.uk/our- projects/gender-charter-mark)

18. Moving On: What are We Asking Women to Lead? Women are Rejected Refusing/ Self Excluding Reluctant Change Not counting more women into existing structures/ scripts/systems/ gendered cultures. Need for Re-visioning of Leadership Generative, generous and gender- free.

19. Follow Up? Morley, L., & Crossouard, B. (2015) Gender in the Neoliberalised Global Academy: The Affective Economy of Women and Leadership in South Asia. British Journal of Sociology of Education. 10.1080/01425692.2015.1100529 Morley, L. & Crossouard, B. (2015) Women in Higher Education Leadership in South Asia: Rejection, Refusal, Reluctance, Revisioning. Pakistan: British Council. https://www.sussex.ac.uk/webteam/gateway/file.php?name=women-in-higher-education-leadership-in- south-asia---full-report.pdf&site=41 Morley, L. et al. (in press, 2015) Managing Modern Malaysia: Women in Higher Education Leadership. In, Eggins, H. (Ed) The Changing Role of Women in Higher Education: Academic and Leadership Challenges. Dordrecht: Springer Publications. Morley, L. (I2014) Lost Leaders: Women in the Global Academy. Higher Education Research and Development 33 (1) 111–125. Morley, L. (2013) "The Rules of the Game: Women and the Leaderist Turn in Higher Education " Gender and Education. 25(1):116-131. Morley, L. (2013) Women and Higher Education Leadership: Absences and Aspirations. Stimulus Paper for the Leadership Foundation for Higher Education. Morley, L. (2013) International Trends in Women’s Leadership in Higher Education In, T. Gore, and Stiasny, M (eds) Going Global. London, Emerald Press.